&w=3840&q=100)
Stocks to watch today, June 5: KEC Int'l, HAL, BEL, Vedanta, Reliance Infra
Sai Aravindh Mumbai
Stocks to Watch Today, Thursday, June 5, 2025: Indian equity markets may look to extend the previous day's momentum, but rising geopolitical tensions and weak global cues could weigh on sentiment.
The early indicator of Nifty50 performance -- GIFT NIFTY -- was up 8.6 points or 0.03 per cent at 24,738 as of 7:35 AM.
Equity markets in Asia opened on a mixed note after a muted Wall Street close following weak economic data. Last checked, Japan's Nikkei was lower by 0.808 per cent while South Korea's Kospi was up 1.3 per cent.
Stocks in the US posted modest gains as calls for rate cuts by the Federal Reserve grew after data showed hiring growth fell to the slowest pace in two years. The S&P 500 index rose by 0.01 per cent while the Dow Jones Industrial Average was down 0.22 per cent.
Tensions between Ukraine and Russia flared up as US President Donald Trump said Vladimir Putin vowed to retaliate for Ukraine's shocking drone strike. Meanwhile, Trump signed a proclamation that banned individuals from 12 countries, including Afghanistan and Myanmar, from entering the US.
Meanwhile, below are some stocks to watch during today's session:
KEC International: The company landed new orders amounting to ₹2,211 crore across its key business segments. The orders were received in the company's oil and gas pipelines business, transmission and distribution sector, and for the supply of various types of cables.
Bharat Electronics: The Navratna Defence Public Sector Undertaking (PSU) secured additional orders worth ₹537 crore since the last set of orders announced on May 16, 2025. The new orders comprise communication equipment, an advanced composite communication system for ships, jammers, software, simulator upgrades, spares, test rigs, and related services.
Vedanta: The Indian mining and metals firm said it has increased its renewable energy power capacity to 1.03 gigawatt (Gw). The company said it is on track to achieve its goal of reaching 2.5 Gw of clean energy by 2030.
YES Bank: The lender said that CA Basque Investments, an affiliate of global investment firm Carlyle Group, will no longer have the right to nominate a director to the bank's Board, following its sale of a 2.62 per cent stake in the bank earlier this week through block deals.
Hindustan Aeronautics: The company said it is in discussions with General Electric (GE) for the engines for its Light Combat Aircraft (LCA) Mark 2. The company explicitly denied recent media speculation suggesting it was negotiating with other manufacturers for these engines.
Vodafone Idea: The telecom operator has called an extraordinary general meeting on 27 June to seek shareholder approval for a ₹20,000 crore ($2.4 billion) capital raise and amendments to its Articles of Association (AoA) aimed at retaining promoter control.
Reliance Infra: The National Company Law Appellate Tribunal (NCLAT) has suspended insolvency proceedings against the company after the company argued that it has cleared the entire outstanding amount of ₹92.68 crore owed to Dhursar Solar Power Pvt Ltd (DSPPL).
REC: The company has proposed to raise up to ₹1.55 lakh crore through non-convertible debentures (NCDs) on a private placement basis.
Force Motors: The company's domestic sales climbed by 24.5 per cent year-over-year to 3,002 units, while total sales increased by 19.4 per cent to 3,088 units. However, the company experienced a sharp decline in exports, which fell by 52.2 per cent.
Power Grid Corp: The company acquired MEL Power Transmission Ltd for ₹8.53 crore, to develop a power evacuation system from Mahan Energen in Madhya Pradesh on a build, own, operate and transfer (BOOT) basis.
Newgen Software Technologies: The firm secured a $2.5 million order from an international client to supply its products and implement them for digital transformation across multiple business segments.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


India.com
2 minutes ago
- India.com
How to stop deadly US bunker buster bomb? Scientist from this country proposes solution, bad news for Trump due to...
US President Donald Trump Beijing: The United States' bunker-buster bombs have reportedly raised concerns in China. These are the same powerful weapons the U.S. previously used to strike Iran's nuclear facilities. It is important to note that the US's precision-guided bunker-buster bombs fly at a slow speed after being launched but carry massive warheads encased in thick armor. Chinese scientists have now claimed they have found a way to counter these American bunker-busters which doesn't require any sophisticated technology. Chinese President Xi Jinping is reportedly pleased with their suggestion. When US B-2 stealth bombers attacked Iran's nuclear facilities using GBU-57 MOP (Massive Ordnance Penetrator) bunker-buster bombs, there was reportedly minimal resistance. Chinese scientists, proposing a way to stop these bombs, said that the target country should strike the bomb's weak spots. While the front armor of the bomb is thick, its steel edges are relatively thin — only a few centimeters thick — which means one or two anti-aircraft shells could penetrate and neutralize the bomb. Here are some of the key details: Low-cost anti-aircraft guns can be deployed around key installations. These guns must remain operational, be able to track radar, and withstand electronic warfare. Instead of using China's own weapons, the simulation used the Swiss Oerlikon GDF gun, which is widely used in the Middle East, including Iran. The GDF fires 36 rounds in just two seconds. At a distance of 1,200 meters (0.7 miles), its strike accuracy reaches 42 percent. The method was published on April 14 in Journal of Gun Launch and Control, one of China's top weapons journals, by a team led by researcher Cui Jingyi from the Northwest Institute of Mechanical and Electrical Engineering, part of Chinese weapons manufacturer Norinco.


The Print
2 minutes ago
- The Print
Dear Tesla buyers, Don't crib about high tariffs. They have helped Indian auto industry
This immediately set off a firestorm on social media, with everyone taking potshots, especially at Finance Minister Nirmala Sitharaman, because of the high import duties. It's an unfair criticism because import duties on automobiles, or tariffs, have been around forever. And India has a vibrant automotive industry. One that employs over 20 million people. The similar Model Y starts at $37,500 in the US, although a better comparison would be to the £44,990 it costs in the United Kingdom. These translate to Rs 32.3 lakh and Rs 52.1 lakh respectively. The car, which is being imported from the company's Berlin megafactory, is so much more expensive in India because of the high duties on fully-built-up imported vehicles. Let me address the electric elephant in the room, right away. Earlier this week, the Elon Musk-helmed Tesla Motors opened their first showroom—call it an 'experience centre'— in Mumbai's Bandra-Kurla Complex. Maharashtra Chief Minister Devendra Fadnavis did the honours, although Musk himself did not attend. Before the inauguration, Tesla India opened bookings on their website and smartphone application, with their only product in India, the Model Y SUV, starting at Rs 58.89 lakh and a long-range variant at Rs 67.89 lakh. In fact, the government's duty structure encourages manufacturers to at least assemble—if not manufacture—their products in India. Take the Model Y's direct competitor in the global and Indian market, the BMW iX1. Launched by BMW India in January this year, it's reportedly flying off the shelves, with over 200 units sold every month, with a 3-4 month waitlist. But since BMW assembles the car at its factory in Chennai, and even incorporates some local parts like tires, rubber lining, carpets, and seats, it's able to price the iX1 at just Rs 49 lakh. Better still, it is the long-wheelbase variant, unique to the Indian market in its right-hand drive. For comparison, the regular wheelbase iX1 in the UK costs £43,295, which amounts to Rs 50.1 lakh. So, the BMW is not only more affordable in India but also more practical, thanks to the long wheelbase. It is the same story with Mercedes-Benz India, which assembles its EQS sedan and SUV at the Chakan plant. Astonishing speed of Tata While 'heavy' manufacturing, like panel stamping and shell welding, is not happening in India for these global brands just yet, Indian manufacturers are already doing it. Earlier this year I had visited the new Mahindra electric vehicle manufacturing facility at Chakan that employs over a thousand people, many of them women. While many parts and components even for these vehicles are imported, particularly from China, a gradual shift towards 'Make In India' is taking place, as Vinnie Mehta, Director General, Automotive Components Manufacturers Association (ACMA) told me recently. I just drove possibly the best 'Made In India' electric vehicle yet, also made in Pune, which proves that Indian manufacturers are right up there with the rest. The Tata Quad-Wheel Drive (QWD) was quite an impressive drive. It has amazing onboard technology, but what really stood out was the dual-motor set-up on the car, one on each axle, producing 158PS at the front and 238PS at the rear. While you can't select four-wheel drive, this system functions more like a mechanical all-wheel drive. When you floor the accelerator, it really moves. If you have seen the Tata Harrier on the road, you know it is a big vehicle. But switch to 'Boost' mode, and you will hit 100 km per hour from a standstill in 6.3 seconds. That is fast for any car, but astonishing for a bulky SUV. And this, despite Tata Motors dialling back the total power output of both motors to around 315-317PS, likely to reduce stress on the battery, motors, and wiring. I could not drive the like a maniac even if I wanted to. And that is when I started to enjoy the onboard tech. Some features felt a bit redundant—a camera mounted on the 'shark-fin' receiver that projects a feed onto the inside rear-view mirror. But the Dolby Atmos-enabled system? Wow. That was special. In-car audio systems have come a long way, but this one stood out. I tested it by listening to classic Hollywood film scores, and it was outstanding. But when I found an open stretch on the Faridabad-Gurugram road, and let the show what it could do, I was steering. At higher speeds, the steering could have been a bit sharper; there is no way to adjust the steering 'feel'. But overall, this electric Harrier was far superior to the diesel version (which makes just 170PS and lacks four-wheel drive). In fact, it was better than the Mahindra XEV 9e and even entry-level luxury EVs—not just in terms of performance but also in onboard tech. Also read: India's EV dreams need freedom from China's stranglehold on rare-earth metals. Start mining Tata Motors (and Mahindra for that matter) have learned from Chinese carmakers such as BYD, which recently dethroned Tesla as the world's leading electric vehicle manufacturer. As an overall combination of interior space, technology and performance, the Tata QWD is an excellent vehicle. The 75 kilowatt-hour battery pack is claimed to be good for over 500 km, but I expect a real-world range of around 450 km and can charge at a maximum of 120 kilowatts at a DC fast charger. It is available in only one 'persona' (as Tata Motors calls their specifications) called Empowered and is priced at Rs 29 lakh. The rear-wheel drive only variant with a 65 kilowatt-hour battery and a real-world range of around 380-400 km, starts at Rs 21.5 lakh. However, I'd go for the Rear-Wheel Drive Empowered Persona, as it is the only variant that gets the Dolby Atmos-enabled audio system (it is really that good), priced at Rs 27.5 lakh. That said, the is not for erveryone, it is a pricey vehicle but one hopes that as Indian manufacturers, and the Indian arms of global manufacturers absorb skills, they will start making better vehicles and more affordable ones. Just look at what is happening in China. While some consumers will understandably complain about high tariffs, those very tariffs have allowed Indian manufacturers to gain skills. Yes, many components for EVs like the Tata are still imported, and China's restrictions on rare-earth motors and lithium batteries may hurt India in the short term. But that only proves that we have to build our own manufacturing capabilities, including components. We can't achieve that through imports; we have to indigenise and get foreign manufacturers to do more of their manufacturing in India. Kushan Mitra is an automotive journalist based in New Delhi. He tweets @kushanmitra. Views are personal. (Edited by Ratan Priya)
&w=3840&q=100)

Business Standard
2 minutes ago
- Business Standard
GCPL aims to scale Godrej Fab over 2-fold to hit ₹500 cr revenue in FY26
FMCG firm Godrej Consumer Products Ltd (GCPL) is aiming to scale its liquid detergent business Godrej Fab over two-fold and hit an annual revenue of ₹500 crore in FY26, said its Managing Director and CEO Sudhir Sitapati. Besides, it is also working to deepen its rural presence, premiumise portfolio in household insecticides and other segments, and to build out its new pet care business, said the latest annual report of the company. The Godrej Industries Group's FMCG arm, which entered into the fast-growing liquid detergent segment almost a year ago, has "seen strong early success, and now the goal is to unlock the next level of growth", said Sitapati in the report. "Another key bet is scaling Godrej Fab our liquid detergent to ₹500 crore. This will require sharper distribution, increased trials and more targeted communication," he said. In just over a year, Godrej Fab has hit ₹250 crore in annualised revenue run-rate (ARR), which is a "big win" for GCPL, which entered into main wash detergents, with this brand. "This will likely be a multi-year growth engine and help us build leadership in a large, under-penetrated category," he said. According to Sitapati, FMCG, especially home and personal care (HPC), still has significant runway for volume-led growth. Despite recent macro headwinds, the long-term fundamentals remain strong. Terming FY25 as "a year of learning and some unlearning", Sitapti said in India, GCPL delivered 5 per cent volume growth, which was below expectations, largely due to a sharper-than-anticipated consumption slowdown in the second half. While discussing GCPL's focus in FY26, he said it is betting on products that can drive scale, margin, and future readiness. "One of our top priorities is reshaping the deodorants category. We believe the current MRP and channel architecture in India is structurally broken. Our approach will be to rewire the price-pack-channel configuration, introduce more relevant innovation and invest in building brand equity instead of discount-driven sales," said Sitapati. Moreover, GCPL which nearly gets around 40 per cent of its revenue from foreign markets, has also plans to take Indian innovations to global markets. "Aer, Goodknight Liquid Vapourisers and our shampoo hair colour formats are scaling well internationally. We're now designing products with global scale in mind from the start this unlocks synergies and improves return on innovation," he said. Over Godrej Ninja, through which GCPL recently entered into the pet food segment, Sitapati said it has plans to expand the business. "After launching in Tamil Nadu, the next phase will be about refining the model, expanding into new states, and shaping the category through purposeful brand building," he said. By combining expertise of its group firm Godrej Agrovet in animal nutrition with its marketing and innovation capabilities, GCPL aims to address the nutritional needs of Indian pets and establish a trusted brand in the pet care industry, he said. "This initiative aligns with our long-term vision to tap into high-growth, future-forward categories. GCPL remains the complete owner of the business and the brand," Sitapati added. Over its rural expansion, Sitapati said it is expanding Project Vistaar to over 6 lakh rural outlets. "This will deepen rural reach and help us build penetration in our core categories. This is not just a distribution push it is an investment in long-term demand creation," he said. About Park Avenue and Kamasutra, a business which GCPL acquired two years before from Raymond Consumer Care, Sitapati said these "are categories of the future deodorants, perfumes and sexual wellness". Fiscal year 2025 was GCPL's first full year of integration, and it made progress, but faced challenges also. "We entered the year with the ambition to grow this business by 20-25 per cent. We closed the year closer to 10 per cent. This shortfall was shaped by structural realities these categories are still dominated by wholesale trade, deep discounting and fragmented channels," he said. GCPL has taken "decisive steps in the right direction" by rationalising the revenue base by 20 per cent from ₹622 crore to ₹500 crore, and significantly increased ATL (above the line marketing) spends from ₹35 crore to over ₹100 crore.